devry university BSOP-206 all module quizes
estion : (TCO 4) Susan has a part-time “cottage industry” producing seasonal plywood yard ornaments for resale at local craft fairs and bazaars. She currently works a total of 5 hours per day to produce 10 ornaments. She thinks that by redesigning the ornaments and switching from use of wood glue to a hot glue gun, she can increase her total production to 25 ornaments per day. What is her new productivity?
Student Answer: 2 ornaments per hour
3 ornaments per hour
4 ornaments per hour
5 ornaments per hour
Instructor Explanation: 25 ornaments/5 hours = 5 ornaments/hour (Formula 1.1, Chapter 1, pages 20 and 21, Solved Problems)
Points Received: 3 of 3
Comments:
Question 4. Question : (TCO 4) The Dulac Box plant produces 500 cypress packing boxes in two 8-hour shifts. The use of new technology has enabled them to increase productivity by 50%. Productivity is now approximately _____.
Student Answer: 32.55 boxes per hour
40.6 boxes per hour
46.875 boxes per hour
81.25 boxes per hour
300 boxes per hour
Instructor Explanation: 500 crates x 150% = 500 x 1.50 = 750 crates/16 hours; 750 crates/16 = 46.875 crates/hour (Formula 1.1, Chapter 1, pages 20 and 21, Solved Problems)
Points Received: 3 of 3
Comments:
Question 5. Question : (TCO 2) A mission is _____.
Student Answer: the purpose or rational for an organization’s existence
a broad statement of strategies
a simulation used to test various product line options
a plan for cost reduction
an action plan to achieve the mission
Instructor Explanation: Chapter 2
Points Received: 3 of 3
Comments:
Question 6. Question : (TCO 2) The impact of a firm’s strategies to achieve their mission is which of the following?
Student Answer: They exploit opportunities and strengths.
They operate on medium-range tactics.
They are not long range.
They neutralize threats and avoid weaknesses.
They both exploit opportunities and strengths, and they neutralize threats and avoid weaknesses.
Instructor Explanation: Chapter 2: They exploit opportunities and strengths and neutralize threats and avoid weaknesses (SWOT).
Points Received: 3 of 3
Comments:
Question 7. Question : (TCO 2) Which of the following are the three areas that are significant in improving productivity?
Points Received: 3 of 3
Comments:
Question 8. Question : (TCO 1) Which one the following is not a reason why productivity is difficult to improve in the service sector?
Student Answer: Labor intensive
Focuses on individual attributes
Often an intellectual task
Easy to mechanize and automate
Difficult to evaluate for quality
Instructor Explanation: Chapter 1
Points Received: 3 of 3
Comments:
Question 9. Question : (TCO 1) What are the five elements in the management process?
Student Answer: Plan, direct, organize, pricing, and supervise
Accounting/finance, marketing, operations, and management
Organize, plan, implement, staff, and lead
All of the above
None of the above
Instructor Explanation: Chapter 1: Plan, Organize, Staff, Lead, and Control
Points Received: 0 of 3
Comments:
Question 10. Question : (TCO 2) Which of the following are the competing forces in Porter’s five forces model?
Student Answer: Rivals
Potential entrants
Customers and suppliers
Substitute products
All of the above
Instructor Explanation: Chapter 2, page 42
Points Received:
1. Question : (TCO 1) What are four reasons why organizations need to study OM?
Student Answer: The four reasons why organizations need to study OM are: – To know how OM activities work since it is one of the major functions of an organization – To know how goods and services are produced – To understand how operation managers work since their activities affect other business functions in a organization – To improve the profitability of OM since a larger portion of an organization’s revenue is spent in OM References: Render, J. H. a. B. Operations Management (10th ed). Pearson Learning Solutions. Retrieved from http://devry.vitalsource.com/books/9781256081487/id/ch1tab1
Instructor Explanation: 1. To study how people organize themselves for productive enterprise
2. To know how goods and services are provided
3. To understand what operations managers do
4. Because it is such a costly part of an organization
5.
Points Received: 3 of 6
Comments: Your response omits two of the four reasons listed in the text. Please review pg 6 in the text.
Question 2. Question : (TCO 1) Services are often produced and consumed simultaneously. Provide two examples, and explain why they are produced and consumed simultaneously.
Student Answer: Firstly, a hairdresser produces a haircut that is “consumed” simultaneously. The hairdresser cannot produce the haircut before the customer comes to the hair salon. It is not possible for the hairdresser to produce the haircut beforehand and store it as an inventory good, like shampoo. The haircut can only be “consumed” at the moment it is produced. A dentist produces a teeth checkup and performs the necessary teeth procedures (dental drilling, cleaning); all of these are “consumed” when they are produced simultaneously. The drilled and cleaned teeth cannot be stored as inventory.
Instructor Explanation: (Chapter 1) Answers will vary, but the textbook provided: because there is not any stored inventory (e.g., haircuts or appendectomies).
Points Received: 6 of 6
Comments:
Question 3. Question : (TCO 2) Define mission and strategy. Describe how a firm’s mission and strategy differ.
Student Answer: Mission can be defined as the purpose that an organization exist. Strategy can be defined as the ways that an organization use to achieve its missions and goals. While a firm’s mission is all about why the firm exists, the firm’s strategy is the action plan to achieve the purpose of the firm. A firm must always state its mission first before it can implement the right strategy. References Render, J. H. a. B. Operations Management (10th ed). Pearson Learning Solutions. Retrieved from http://devry.vitalsource.com/books/9781256081487/id/pg34
Instructor Explanation: (Chapter 2) A mission is an organization’s purpose; a strategy is an organization’s action plan. Mission specifies where the organization is going, and a strategy specifies how it is going to get there.
Points Received: 6 of 6
Comments:
Question 4. Question : (TCO 2) How can global operations provide better goods and services?
Student Answer: Global operations can provide better goods and services by: – Customizing products and services to meet unique cultural needs in foreign markets – Providing quick and adequate service by locating facilities in foreign countries References: Render, J. H. a. B. Operations Management (10th ed). Pearson Learning Solutions. Retrieved from http://devry.vitalsource.com/books/9781256081487/id/pg32
Instructor Explanation: (Chapter 1) To assist organizations in understanding the differences in culture and of the way business is handled in different countries. Improved understanding as the result of a local presence permits firms to customize products and services to meet unique cultural needs in foreign markets.
Points Received: 6 of 6
Comments:
Question 5. Question : (TCO 2) The text provides three strategic approaches for achieving competitive advantage. Provide an example of each not provided in the text. Support your choices.
Student Answer: Differentiation Apple Inc. uses the differentiation approach – it is the only company that integrates both hardware and software for its devices (Mac, iPod, iPhone, iPad etc). By having a full control over hardware and software of its products, Apple Inc. reduces the problems that often occur between the integration of different hardware and software. As a result, Apple users experience a smooth and flawless use on the devices. Cost leadership Walmart uses the cost leadership strategy – a customer that walks into Walmart will notice that the prices offered in Walmart is always lower than those of other stores. Walmart knows that its customers demand low prices so Walmart works very hard to bring down the prices of its products. Walmart could keep its prices at the lowest possible by managing its supply chain, operations and distribution chain and buying in bulk at a low price from suppliers. Response Domino’s Pizza’s success is based on its response strategy. Whenever a customer makes a call to order a pizza, the pizza will be made and delivered to the customer within 15 minutes or a complimentary pizza will be given. The layout of the Domino’s Pizza shop is organized properly as to increase the efficiency of the pizza makers. All the pizza ingredients are placed in their own containers, separated from one another to keep the pizza making process easy, simple and fast.
Instructor Explanation: (Chapter 2) The methods are cost leadership (e.g., Walmart), differentiation (e.g., Hard Rock Cafe), and response (e.g., FedEx). The student answers will vary based on the example they choose.
(TCO 5) What is the forecast for May, based on a weighted moving average applied to the following past-demand data and using the weights 4, 3, and 2 (largest weight is for most recent data)?
Nov. Dec. Jan. Feb. Mar. Apr.
37 36 40 42 47 41
Student Answer: 42.5
33.6
40.3
44.1
43.22
Instructor Explanation: W/M/A = [(4 x 41) + (3 x 47) + (2 x 42)]/9 = [164 + 141 + 84]/9 = 389/9 = 43.22 (See Formula 4-2 & example that follows, Chapter 4, pages 137-139)
Points Received: 0 of 3
Comments:
Question 2. Question : (TCO 5) In May, the actual product demand was 195 units. For this month, 200 units had been forecasted. Using exponential smoothing with an alpha of 0.3, determine the June forecast.
Student Answer: 185
192
196
198.5
Instructor Explanation: E/M = 200 + [0.3(195 200)] = 200+ [0.3 (195 – 200)] = 200+ (-1.5) = 198.5
(See Formula 4-3 & example that follows, Chapter 4, pages 137-139)
Points Received: 3 of 3
Comments:
Question 3. Question : (TCO 5) What is the approximate forecast for May using a 4-month moving average?
Nov. Dec. Jan. Feb. Mar. Apr.
39 36 40 46 50 46
Student Answer: 32
44
48
45.5
Instructor Explanation: M/A (40 + 46 + 50 + 46)/4 = 45.5 (See Formula 4-1 & example that follows, Chapter 4, pages 137-139)
Points Received: 0 of 3
Comments:
Question 4. Question : (TCO 7) Which of the following helps operations managers focus on the trivial few and the critical many?
Student Answer: Value analysis
Value engineering
Financial analysis
Product-by-value analysis
None of the above
Instructor Explanation: Chapter 5, page 156
Points Received: 0 of 3
Comments:
Question 5. Question : (TCO 7) A product’s life cycle is divided into four stages, which are _____.
Student Answer: maturity, decline, introduction, and growth
introduction, growth, stability, and decline
introduction, maturity, saturation, and decline
introduction, growth, maturity, and decide
None of the above
Instructor Explanation: Figure 5.1, Chapter 5, page 156
Points Received: 3 of 3
Comments:
Question 6. Question : (TCO 7) A forecast with a time horizon of less than three months is typically called a _____.
Student Answer: long-range forecast
medium-range forecast
short-range forecast
weather forecast
strategic forecast
Instructor Explanation: Chapter 3, page 104
Points Received: 3 of 3
Comments:
Question 7. Question : (TCO 7) A product’s life cycle is divided into four stages, which are _____.
Student Answer: introduction, growth, decline, and maturity
introduction, growth, stability, and decline
introduction, maturity, saturation, and decline
introduction, growth, immaturity, and decline
None of the above
Instructor Explanation: Figure 5.1, Chapter 5, page 156
Points Received: 3 of 3
Comments:
Question 8. Question : (TCO 7) Which of the following helps to keep production running when small variations in production or assembly occur?
Student Answer: Modular design
Value engineering
Value analysis
Robust design
PLM
Instructor Explanation: Chapter 5, page 163
Points Received: 3 of 3
Comments:
Question 9. Question : (TCO 5) Which of the following uses three types of participants: decision makers, staff personnel, and respondents?
Student Answer: Executive opinions
Sales force composite
Delphi method
Consumer surveys
Time series analysis
Instructor Explanation: Chapter 4, page 107
Points Received: 3 of 3
Comments:
Question 10. Question : (TCO 6) Which of the following typically shows instructions to make a given quantity of a particular item?
Student Answer: Engineering drawing
Route sheet
Bill of material
Work order
Instructor Explanation: Chapter 5, page 172
Points Received: 3 of 3
Comments:
Page: 1 2
* Times are displayed in (GMT-07:00) Mountain Time (US & Canada)
(TCO 7) Provide four examples of service design that can reduce costs and enhance the product.
Points Received: 1 of 6
Comments: I think you were confused by the wording of this question. Please see my suggested response as well as pg 174-175 in the text.
Question 2. Question : (TCO 7) Explain what is meant by robust design. Please provide an example.
Question 3. Question : (TCO 5) What are the five quantitative forecasting models?
6.
Points Received: 4 of 6
Comments: Your response includes forecasting models that are beyond the scope of this course. Please see the bottom of page 107 for the forecasting models we discussed this week.
Question 4. Question : (TCO 5) Describe the three forecasting time horizons and identify the benefits of using each.
Question 5. Question : (TCO 6) What is a make-or-buy decision and why is it so important?
Page: 1 2
* Times are displayed in (GMT-07:00) Mountain Time (US & Canada)
(TCO 3) Customer dissatisfaction, rework, and warranty costs are cost associated with the _____.
Student Answer: quality loss function (QLF)
Pareto chart
cost of quality
process chart
Instructor Explanation: Chapter 6, page 192
Points Received: 2 of 2
Comments:
Question 2. Question : (TCO 3) The cost of quality (COQ) is associated with _____.
Student Answer: training costs
inspection costs
scrap and rework costs
warranty and service costs
All of the above
Instructor Explanation: Chapter 6, page 192
Points Received: 0 of 2
Comments:
Question 3. Question : (TCO 3) “Quality lies in the eyes of the beholder” is _____.
Student Answer: the definition proposed by the American Society for Quality Control
a process-based definition of quality
a manufacturing-based definition of quality
a product-based definition of quality
None of the above
Instructor Explanation: (Chapter 6, page 192) “Quality lies in the eyes of the beholder” is user-based.
Points Received: 0 of 2
Comments:
Question 4. Question : (TCO 3) A hospital is an example of a _____.
Student Answer: repetitive process
product-focused process
process-focused process
specialized process
Instructor Explanation: Chapter 7, page 252
Points Received: 2 of 2
Comments:
Question 5. Question : (TCO 3) Which of the following does total quality management emphasize?
Student Answer: Employee empowerment
The responsibility of the quality control staff to identify and solve all quality-related problems
A system where strong managers are the only decision makers
A process where mostly statisticians get involved
ISO 14000 certification
Instructor Explanation: Chapter 6, page 194
Points Received: 0 of 2
Comments:
Question 6. Question : (TCO 3) “Poka yoke” is a Japanese term meaning _____.
Student Answer: a foolproof mechanism
just-in-time (JIT)
a fishbone diagram
setting standards
continuous improvement
Instructor Explanation: Chapter 6, page 195
Points Received: 2 of 2
Comments:
Question 7. Question : (TCO 8) Which one of the following products is most likely made in a job shop environment?
Student Answer: Automobiles
Graphite pencils
Television sets
Cigarettes
None of the above
Instructor Explanation: Chapter 7, page 257
Points Received: 0 of 2
Comments:
Question 8. Question : (TCO 8) Strategies for improving productivity in services include _____.
Student Answer: separation, self-i, automation, and scheduling
lean production, strategy-driven investments, automation, and process focus
reduce inventory, reduce waste, reduce inspection, and reduce rework
separation, postponement, automation, and training
Instructor Explanation: Chapter 7, page 265, Table 7.3
Points Received: 2 of 2
Comments:
Question 9. Question : (TCO 8) Which of the following is the most correct?
Student Answer: Mass customization is about providing low-cost goods/services.
Mass customization is about fulfilling unique customer desires.
Mass customization is about providing low-cost goods/services and fulfilling unique customer desires.
Mass customization is about making exactly what the producer wants, when they want it, and at a low cost too.
None of the above are correct
Instructor Explanation: Chapter 7, pages 254-256
Points Received: 0 of 2
Comments:
Question 10. Question : (TCO 8) Four types of process strategies include _____.
Student Answer: repetitive focus, process focus, mass customization, and product focus
manual, automated, computer, and service
process focus, repetitive focus, mass customization, and people focus
modular, continuous, discrete, and technological
Instructor Explanation: Chapter 7, page 252
Points Received: 2 of 2
Comments:
Page: 1 2
* Times are displayed in (GMT-07:00) Mountain Time (US & Canada)
(TCO 8) Match the terms with the descriptions.
Student Answer: : _____ is used to determine and control temperatures and pressures in refineries. » 6 : process control
: Machinery with its own computer and memory is called _____. » 7 : CNC
: Products with a high service content may warrant the use of this process technique. » 5 : service blueprinting
: A(n) _____ uses time and distance as a way to record the activities of a process. » 9 : process chart
: A(n) _____ is similar to a flow diagram with time added it. » 2 : process map
: The _____ is used with high-volume, low-variety process. » 10 : product-focused process
: _____ is about making what the customer wants when the customer wants it. » 8 : mass customization
: _____ is the classic assembly line. » 1 : repetitive focus
: A job shop strategy.
» 4 : process focus
: An approach to convert resources into goods and services is called its _____. » 3 :transformation strategy
Instructor Explanation: Chapter 7
Points Received: 20 of 20
Comments:
Question 2. Question : (TCO 3) Identify four of Deming’s 14 points and explain how they relate to TQM.
response is a great effort. However, I do not think “cost focus” is one of Deming’s 14 points that we discussed this week. Please review page 194, Table 6.2/
Question 3. Question : (TCO 3) Identify the five steps of DMAIC and explain how they are applied.
Points Received: 5 of 5
Comments:
Question 4. Question : (TCO 3) Briefly explain the five steps necessary when developing benchmarks.
6.
Points Received: 4 of 5
Comments: Your response omits “form a benchmarking team”.
Question 5. Question : (TCO 8) What are seven tools of TQM? Identify applications for each.
The seven tools of TQM are:
• checksheet;
• histograms;
• Pareto charts;
• flow charts;
• cause-and-effect diagrams; and
• statistical process control.
•
Points Received: 5 of 5
Comments:
Page: 1 2
* Times are displayed in (GMT-07:00) Mountain Time (US & Canada)
(TCO 8) ABC Motors, Inc., wants to increase capacity by adding another wheel balancer. The fixed costs for the machine is $16,000, and its variable cost is $4.50 per unit. ABC charges $8.50 to balance one wheel, the break-even point for the balancer. What is her break-even point in units?
Student Answer: 250 wheels
1600 wheels
3000 wheels
4000 wheels
Instructor Explanation: See equation S7-4, Chapter 7, Page 296. BEU = total fixed cost/(price – variable cost) = $16,000/($8.50 – $4.50) = $16,000/$4 = 4,000 wheels balanced
Points Received: 5 of 5
Comments:
Question 2. Question : (TCO 9) A full-service restaurant is considering opening a new facility in a specific city. The table below shows its ratings of four factors at each of two potential sites.
Factor Weight Midtown Bayside
Affluence of local population .30 40 40
Traffic flow .10 50 20
Parking availability .40 30 40
Growth potential .20 20 10
The score for Midtown is _____ and the score for Bayside is ______.
Student Answer: Midtown = 7; Bayside = 8
Midtown = 30; Bayside = 29
Midtown = 30; Bayside = 45
Midtown = 33; Bayside = 32
Instructor Explanation: See Example #1, Chapter 8, Page 319-323. Midtown = [(0.30 x 40) + (0.10 x 50) + (0.40 x 30) + (0.20 x 20)] = [12 + 5 + 12 + 4] = 33:Bayside = [(0.30 x 40) + (0.10 x 20) + (0.40 x 40) + (0.20 x 10)] = [12 + 2 + 16 + 2] = 32
Points Received: 5 of 5
Comments:
Question 3. Question : (TCO 8) A bakery has a design capacity to bake 250 loaves of bread a day. However, due to scheduled maintenance of their equipment, management feels that they can bake 100 loaves a day. Yesterday the gas was turned off while the city was repairing a leak and only eight loaves where baked. What is the utilization of the ovens yesterday?
Student Answer: 5%
3%
2.5%
3.2%
Instructor Explanation: See equation S7-1, Chapter 7, Page 283. Utilization = actual output/design capacity = (8/250) x 100 = 0.032 x 100 = 3.2%
Points Received: 0 of 5
Comments:
Question 4. Question : (TCO 8) A bakery has a design capacity to bake 200 loaves of bread a day. However, due to scheduled maintenance of their equipment, management feels that they can bake 100 loaves a day. Yesterday the gas was turned off while the city was repairing a leak and only 22 loaves where baked. What was the efficiency of the ovens yesterday?
Student Answer: 5%
7%
10%
22%
Instructor Explanation: See equation S7-1, Chapter 7, Page 283. Efficiency = actual output/effective capacity = (22/100) x 100 = 0.22 x 100 = 22.0%
Points Received: 5 of 5
Comments:
Question 5. Question : (TCO 8) Breakeven is the number of units at which:
Student Answer: total revenue equals price times quantity
total revenue equals total cost
total revenue equals total fixed cost
total profit equals total cost
total revenue equals total variable cost
Instructor Explanation: Chapter 7, Page 292
Points Received: 3 of 3
Comments:
Question 6. Question : (TCO 8) Basic break-even analysis typically assumes that:
Student Answer: revenues decrease in direct proportion to the volume of production, while costs increase at a decreasing rate as production volume increases.
costs and revenue are not shown as straight lines.
neither costs and revenues are made up of fixed and variable portions.
costs decrease in direct proportion to the volume of production, while revenues increase at a decreasing rate as production volume increases because of the need to give quantity discounts.
none of the above are assumptions in the basic break-even model.
Instructor Explanation: Chapter 7, Page 292
Points Received: 3 of 3
Comments:
Question 7. Question : (TCO 9) When making a location decision at the region/community level, which of these would be considered?
Student Answer: government rules, attitudes, stability, and incentives
location of markets
air, rail, highway, and waterway systems
zoning restrictions
none of the above
Instructor Explanation: Figure 8.1, Chapter 8, Page 315
Points Received: 0 of 3
Comments:
Question 8. Question : (TCO 9) Globalization of the location decision is the result of all of the following except:
Student Answer: market economics
higher differences in labor costs
ease of capital flow between countries
higher quality of labor overseas
more rapid, reliable travel and shipping
Instructor Explanation: Chapter 8
Points Received: 3 of 3
Comments:
Question 9. Question : (TCO 9) Community attitudes, zoning restrictions, and quality of labor force are likely to be considered in which of the following location decision methods?
Student Answer: transportation method
locational break-even analysis
factor rating method
simulation
factor processes
Instructor Explanation: Figure 8.1, Chapter 8, Pages 315 and 323
Points Received: 3 of 3
Comments:
Question 1. Question : (TCO 8) What are the four special considerations for a good capacity decision?
Points Received: 5 of 5
Comments:
Question 2. Question : (TCO 8) What is the fundamental distinction between design capacity and effective capacity?
Points Received: 5 of 5
Comments:
Question 3. Question : (TCO 9) What are the eight major components of volume and revenue for a service firm?
Points Received: 5 of 5
Comments:
Question 4. Question : (TCO 9) Why is the factor-rating method popular?
see my suggested response.
Question 5. Question : (TCO 9) What are the major/critical factors that affect region/community location decisions?
1. corp. desires
2. attractiveness of region
3. labor availability
4. cost & availability of utilities
5. environmental regulations
6. government incentives
7. location to raw materials
8. construction costs
9.
Points Received: 2.5 of 5
Comments: Your response omits several of the major/critical factors that affect region/community location decisions discussed in the text. Please see my suggested response.
